In light of the environmental pressure humans are currently placing on the biosphere, there is overwhelming evidence to think that we have entered the early stages of a major extinction event. Inde...

In critical thinking courses, informal fallacies are often best taught through using myriad examples that illustrate the subtle differences between the different fallacies. However, since a heavy reliance can become tedious for students and instructors, one challenge that teaching a critical thinking course involves is striking an appropriate balance between presenting too many and too few examples. This paper presents a way to introduce informal fallacies through an acted-out dialogue, while reserving more traditional examples for homework or in-class discussion.

The theory I present and defend in this paper—what I term the art type theory— holds that something is a work of art iff it belongs to an established art type. Something is an established art type, in turn, either because its paradigmatic instances standardly satisfy eight art-making conditions, or because the art world has seen fit to enfranchise it as such. It follows that the art status of certain objects is independent of what any individual or culture might say (...) about it, while the art status of others fundamentally depends on the judgment of the art world. Because of the theory's quasi-institutional component, I conclude by defending it against four objections that have been raised against institutional definitions. (shrink)

Employees face an array of moral issues in their everyday decision making. Environmental concerns, employee and community welfare, and the interests of other companies (competitors, customers, and suppliers) are only a few examples. Yet, businesses do not always address the issue of how employees should assess the moral import of their actions and incorporate these considerations into their decisions. As a result, moral considerations are often ignored, leading to unethical practices which may hurt the long-term interests of the company. In (...) this paper, we present a model to help eliminate this problem. Our model uses expectancy theory, a process theory of motivation, to show that teaching employees to engage in moral reasoning, and creating a corporate culture in which ethical behavior is both encouraged and rewarded, can increase the likelihood that a company's employees will act ethically. (shrink)